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www.wmfs.net Response Prevention Protection Making West Midlands Safer 2014-2017 THE PLAN Making West Midlands Safer
www.wmfs.netResponsePrevention Protection
Making West Midlands Safer
2014-2017
THE PLANM
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Further information about
the work of the West Midlands
Fire Service may be found
by visiting our website:
www.wmfs.net
For more information about
Home Safety Checks contact
0800 389 5525
Introduction and Foreword 1
The People and Communities We Serve 2
Our Local Partnership Priorities 5
About Us 6
Our Priorities: Strategic Objectives and Outcomes 10
Our Risk Based Attendance Standards 12
Meeting Your Expectations 13
How We Are Changing For The Future 15
Our Performance 17
Financial Summary 2014-2015 18
Contact Us 21
Other Formats 22
Contents
Introduction and ForewordThis page will be completed following consultation 1
Councillor John Edwards Chair, West Midlands Fire & Rescue Authority
Phil Loach Chief Fire Officer, West Midlands Fire Service
2The People and Communities We Serve
The West Midlands communities are highly diverse and we must continue
to meet their differing needs to achieve the delivery of our core services
of Prevention, Protection and Response. In order to commit to this and
efficient service delivery, we continue to work with Community Safety
Partnerships to deliver prevention activities and improve outcomes for the
West Midlands communities. We continue to work with local authorities,
voluntary organisations and the private sector to achieve our vision of
‘Making West Midlands Safer.’
A breakdown of the community profiles covered can be found in the
‘Equality and Diversity Report and Objectives 2012-2015’ which outlines our
approach to delivering services to the communities of the West Midlands.
Through achievement of these objectives we meet and exceed our public
duties in the following key areas:
�Accountability
�Leadership & Promoting Inclusion
�Effective Service Delivery & Community Engagement
�Employment & Training
�Evaluation & Sharing Good Practice
PEOPLE
West Midlands Fire Service is
the second largest fire and
rescue service in the country,
delivering emergency
services to 2.7 million residents
across the seven local
authorities within the West
Midlands. The population of
the West Midlands in made up
of the following ethnicities:
White (Includes White Irish and White Other) 70.1%
Asian or Asian British 18.9%
Black African/Caribbean or Black British 6%
Mixed Origin 3.4%
Other 1.6%
(Census 2011 First Release)
3Through this work we aim to
achieve Excellence in the Services
we deliver to our community.
We are committed to achieving
the Excellence level of the Fire
and Rescue Service (FRS) Equality
Framework and through meeting
our Equality Objectives. Currently
our equality objectives are working
to the FRS Equality Framework
themes. We are working with the
Local Government Association
(LGA) and the Chief Fire Officers
Association (CFOA) to change our
focus from these themes to the
new themes which reflect
community outcomes.
Despite the financial challenges
facing the West Midlands Fire
Service; Equality, Diversity and
Inclusion is a key priority for us.
This is demonstrated through our
adoption of the Marmot principles
in the way we tackle health
inequalities. Our work has been
recognised by Professor Sir Michael
Marmot and his team at the
University College London Institute
of Health Equity.
Changes to the Fire and Rescue Service
Equality Framework
Previous themes:
1 Leadership and
promoting inclusion.
2 Accountability.
3 Effective service delivery
and community
engagement.
4 Employment and training.
5 Evaluation and sharing
good practice.
New themes:
1 Knowing your
communities.
2 Leadership, partnership
and service commitment.
3 Community engagement
and satisfaction.
4 Responsive services.
5 A skilled and committed
workforce.
4THE PLACE
The West Midlands has both
densely populated and
Industrial areas. We have
excellent transport routes,
connected to the UK’s busiest
road and rail routes; we also
have the second largest
airport in the UK, Birmingham
International. There continues
to be significant investment in
modernising and changing
the face of the West Midlands,
providing more commercial
opportunities and residential
accommodation. An example
of this is the Birmingham
‘Big City Plan’ that aspires
to achieve a £10 Billion
Investment over 20 years.
The map on the next page
highlights how we have distributed
our resources in the West Midlands
and the priorities set by local
authorities to address the needs of
the communities they serve.
The location of our community
fire stations demonstrates the wide
geographical spread of our people
and other resources.
5Our Local Partnership Priorities
Coventry and Solihull
Birmingham North
Birmingham South
Black Country North
Black Country South
WMFS Headquarters
Walsall • Supporting business to thrive and
supporting local people into work. • Improving health including well being
and independence. • Creating Safe, Sustainable and
Inclusive Communities – Reducing levels of crime and providing the right environment for people to live in.
• Improving Safeguarding, Learning and The Life Chances for Children and Young People.
Wolverhampton• Encouraging enterprise and business • Empowering people and communities • Re-invigorating our city
Sandwell Great People• Our children: Sandwell’s future• Excellent care for adults• Changing NHS, Improving health• Local people, local services
Great Place• West Bromwich: top town• Homes that meet people’s needs• Cleaner streets, more recycling and
safer neighbourhoods• Parks and green spaces to enjoy
Great Prospects• Investing in business, people and jobs• Activities for all• A better deal for Smethwick
Great Performance• The customer is always right• Excellent people, excellent council• Getting the money right
Dudley• Jobs & prosperity• Health & Wellbeing• Heritage, culture & leisure• Environment & housing• Individual & community learning• Community safety
Solihull Place • Build on sustainable reductions, reduce victims of crime
and Anti-Social Behaviour across the Command and focus partnership effort on areas where things matter most and have the greatest need.
Vulnerable • Provide targeted support to those that are most
vulnerable, building confidence to report crimes, seek support and live life free from harm
Offender pathways • Provide and manage opportunities and pathways out
of offending for offenders, both within and beyond the boundaries of Solihull and Coventry
Communities • Build informed, engaged and involved communities by
reassurance, promotion of our successes and building capacity for communities to be part of the solution to dealing with community safety issues.
Coventry• Create growth, jobs and enterprise particularly through
advanced manufacturing and green technologies• Make the city more vibrant• Reduce health inequalities• Improve children and young people’s education and
opportunities
Birmingham • Birmingham is the first sustainable
global city in modern Britain. It is a great place to live, learn, work and visit: a global city with a local heart.
• Birmingham people are healthy and enjoy living together.
• Birmingham is a safe, clean and friendly city tackling climate change and enhancing the local environment.
• Birmingham people have high aspirations, skills and the opportunities they need to succeed.
• Birmingham is globally competitive, contributing fully to the thriving, prosperous and sustainable region.
6Our services are delivered in the
context of the Fire and Rescue
Services National Framework
which sets out the Governments
expectations of all Fire Authorities in
England. This framework is brought
about through the Fire and Rescue
Services Act 2004 which sets out our
statutory duties and powers.
There are a number of key pieces
of legislation and guidance that
influence how we deliver our
services of prevention, protection
and response; these include
the Fire and Rescue Services
(Emergencies) Order 2007 which
influences how we support national
arrangements for major incidents.
About us
West Midlands Fire Service
prides itself on its ability
to deliver an excellent
emergency service to the
communities in the West
Midlands. We strongly
believe we are one of the
best fire services in the
world and strive to be the
best in everything we do.
Whilst recognising our primary duty
is to provide a service to the local
community we also acknowledge
we have some of the best trained
firefighters in the world who are
also able to support national
resilience in the event of major
catastrophes. This is reflected in
the challenging targets we set
ourselves in achieving operational
excellence through a culture of
personal development supported
by continuous and intense training.
Our service is delivered within a
framework of other legislation
and regulations, including the
Regulatory Reform (Fire Safety)
Order 2005, the Equalities Act and
the Health and Safety at Work Act;
these are key influences for us and
areas where we are aiming
for excellence.
The Plan sets out how we will
respond to these legislative
responsibilities by addressing risks
in the community. Our analysis of
the risk in our community is clearly
linked to the causation factors that
lead to social inequalities. All of our
work contributes to the reduction of
these factors.
7About us
Our
prevention
services focus on public
involvement and education,
engaging with our partners, targeting
schools, communities and vulnerable
people with advice and guidance, and
with particular reference to social
inequalities.
Our protection service
prioritises the risks to the
business sector, focusing on the
provision of advice and importantly
the enforcement of legislation with a
mind set of continuing to support the
economic wellbeing of the
West Midlands.
Our response service
protects life, properties and the
economies of the West Midlands by
delivering assertive, safe and effective
firefighting through timely response,
across a range of emergencies we
attend.
West Midlands Fire Service has successfully reduced the number and impact of fires across our area reinforcing the importance of these core services. In
delivering these in the most effective and efficient way we maintain our vision of ‘Making West Midlands Safer.’
8Our Authority and Corporate Board
West Midlands Fire and Rescue Authority
(WMFRA) is made up of Members from the
seven Local Authorities in the West Midlands
conurbation. Our senior management team,
collectively known as Corporate Board,
work together with the Authority to set the
direction for the Service through:
Consulting
the public on
service priorities
and allocation of
resources
Agreeing the
plans and objectives
for service
delivery
Setting the
budget and the
amount paid to the
service through
council tax
Working with
partners on
community safety,
protection and
response
Monitoring the
performance
of the Service
As our Authority is dedicated to meeting
community needs and improving service
delivery, it is fully committed to making sure that
Elected Members and Corporate Board have the
skills, knowledge, experience and resources they
need to perform well in their roles.
More detail around the roles and responsibilities of our Authority and Corporate Board can be found here.
9
Our core values
set out how we
expect our employees
to be the best they can be
in all that they do to deliver
our core services to the
communities of the
West Midlands:
Our staff
We value all of our people by practicing and promoting:
• Fairness and respect
• Recognition of merit
• Honesty, integrity and mutual trust
• Personal development
• Co-operative and inclusive working
We value improvement at all levels of the Service by:
• Accepting responsibility for our performance
• Being open-minded
• Considering criticism thoughtfully
• Learning from our experience
• Consulting others
We will value service to the community by:
• Working with all groups to reduce risk
• Treating everyone fairly and with respect
• Being answerable to those we serve
• Striving for excellence in all we do
We value diversity in our service and the community by:
• Treating everyone fairly and with respect
• Providing varying solutions for different needs
and expectations
• Promoting equal opportunities in employment and
progression within our Service
• Challenging prejudice and discrimination
10Through our work we will
continue to focus on reducing
the demands placed upon us
to respond to emergencies,
through public education
and by engaging with partner
services.
Pages 10 and 11 set out the
Priorities, Strategic Objectives and
Outcomes which will inform how
we will target our resources and
activity towards ‘Making West
Midlands Safer’ in each of our four
key Priority areas: Communities and
Partnerships, Response, People and
Value for Money.
These priorities are underpinned by
a number of supporting strategies,
action plans, programmes and
projects; detailing how we intend to
deliver our Strategic Objectives
and Outcomes.
Our Priorities, Strategic Objectives and Outcomes
Co
mm
uniti
es a
nd Partn
erships
Respons
e
Value for Money
People
11Our Priorities, Strategic Objectives and Outcomes
PRIORITIES STRATEgIC OBJECTIVES OUTCOMES IMPACT
Communities and PartnershipsWorking with our partners these objectives will enable us to target
communities and individuals who are more at risk from safety related
issues at home, including fire. We will respond to issues such as
healthier living, anti-social behaviour and safer business premises,
through a multi-agency approach.
1. We will improve the safety of our communities at risk
from fire
2. We will improve road safety through targeted
action
3. We will improve the quality of life and economic
prosperity of local communities
4. We will advise and enforce on fire safety issues
across the West Midlands to comply with fire safety
legislation
1. Reduce the number and severity of fire,
injuries and deaths
2. Improved road safety
3. We will always be well prepared to
respond to emergency incidents swiftly
and in an assertive, safe and effective
way.
4. Improved safety, health and wellbeing of
our local communities
5. Protect business from risk of fire in order to
support the economy
6. Reduce the number of malicious calls
and false alarms
7. Deliver value for money and improve our
services by making best use of all of our
resources
8. Deliver services in a responsible and
sustainable way to reduce the impact of
our work on the environment
9. High levels of public satisfaction and
confidence in our services so people feel
safer
“MA
KIN
g W
EST MID
LAN
DS SA
FER”
ResponseThrough planning with other partner agencies for known risks and
emergency situations we will make a real impact on saving lives and
protecting our local community in an emergency.
5. We will deliver an assertive, safe, economic,
efficient and effective emergency response service
PeopleWe will develop a highly skilled, flexible and dynamic workforce that
delivers excellence in our work for the community
We will embed effective strategies in all that we do to support the
service in achieving equality outcomes for our diverse communities
and workforce
We will ensure that our workforce is able to continually develop
so that it is that it is increasingly responsive and able to meet the
challenges of change
6. We will develop a skilled, motivated and flexible
workforce reflective of our community, who are
focused on continually improving the services we
provide
Value For MoneyWest Midlands Fire and Rescue Authority is committed to providing a high quality Value for Money (VfM) service. We recognise
the need to continue to place an emphasis on VfM, so we are able to respond to external influences and the challenges we
face in delivering the high quality services expected by our communities, with less resources.
Through the provision of an effective performance management and reporting framework, we will constantly challenge the
use of resources to ensure the delivery of our Services in the most economic, efficient and effective way.
12More detail on the ARM and
Risk Based Attendance Standards
can be viewed in our ‘Community
Safety Strategy’. Me.asured
from the point of dispatch of fire
appliances to the time of arrival
at the incident, we will continue
to deliver a risk based five minute
attendance standard for the first
firefighting resource to incidents
where life and property are at risk.
Our performance against these
standards during 2012 is set
Our Risk Based Attendance
Standards sets out our commitment
to the communities of the West
Midlands, showing that we will
respond to incidents in a timely,
assertive, safe and efficient manner.
This approach will provide less risk
to the community, less risk to our
firefighters, and incidents will be
resolved more quickly, thereby
reducing the impact to both the
community and the economy.
To manage our performance
in responding to emergency
Incidents through an evidence
based approach, we ensure
that we give greater priority to
the most serious calls, allowing
us to allocate resources
according to risk. We do
this by taking into account
factors such as life risk and
the history of incidents within
that location. We use an Area
Risk Map (ARM) that shows
us where the areas of high,
medium and low risk are in
the West Midlands. This map
is used as part of the basis
for planning our emergency
response strategy. This helps to
categorise all of the incidents
we respond to, according to
Our Risk Based Attendance Standards
Average time for 1st firefighting resource in-attendance
the level of risk they present. We
align these with the risk areas
shown on the map and produce
a risk matrix. The ARM and risk
matrix is continually reviewed
to ensure that our approach
to emergency response aligns
resources with risk in a way
that is proportionate and
appropriate.
05:05 Medium Risk Area
04:42 High Risk Area
05:31 Low Risk Area
05:05 Overall
1 Incident Category
We have reviewed several staffing models including part-time or retained duty firefighters, sometimes referred to as on-call, and will continue to do so on a regular basis in line with our desire to achieve excellence. Currently, we believe that our existing staffing model
best supports our aim in achieving our 5 minute attendance standard.
13risks and consequences of
dangerous driving.
Our success in prevention means the
demand for our services changing.
Our emphasis is on addressing
the causation factors which have
clear links to health inequalities. For
example we have managed down
our emergency calls by about 60%
over the last ten years and there
are less accidental fires in dwellings
due to effective prevention work. In
contrast we are now experiencing
an increasing number of calls to
road traffic incidents. So despite
being successful in reducing the
number and impact of emergencies
that our communities suffer from; we
must continue to focus on reducing
the factors that contribute to social
inequalities so that we can reduce
emergencies further.
Our ‘Community Safety Strategy’
underwent significant public
consultation. We engaged with the
public in a more detailed way to
look at how we manage risk in the
community over a rolling three year
period. This provides an opportunity
to influence the way we work now
and into the future. The consultation
included a number of questions
based around a plan of how the risk
will be managed and mitigated.
Our prevention service focuses
on improving the safety of our
communities at risk from fire through
effective and targeted prevention
based activity. Public involvement
and education have proven
successful in influencing behaviours
in the home and workplace.
One area of focus, through working
with our partners, will be to continue
educating the public about the
Meeting Your Expectations
Our ‘Community Safety Strategy’
sets out how West Midlands Fire
Service will address risk in the
community and make the people of
the West Midlands safer throughout
2014-2017. We have developed
the Community Safety Strategy,
based on Strategic Risk Analysis and
through consultation carried out
with the public, their representatives,
partners and our workforce. The
Strategic Risk Analysis identified
the key threats and challenges the
community and the service faces.
This analysis has been carried out to
ensure that we are able to continue
providing the highest standards of
service in the areas of prevention,
protection and emergency
response. We use this information to
plan our activity as outlined earlier
in ‘Our Risk Based Attendance
Standards’ and help set priorities in
the strategy.
out below.
It is vital for us to provide
services that meet our
communities’ needs and
expectations. Our focus
therefore remains on the
delivery of our core services
and the management of risk
across all our activities.
14genuine emergency. Our target
for attending high risk incidents
within 5 minutes will remain and we
will always aim to get to high risk
incidents as fast as possible.
The Outcomes and Strategic
Objectives detailed earlier in this
Plan provide an outline of how
we aim to deliver against these
outcomes through our key priorities.
Our response service protects life
and properties across the range
of emergencies we attend and
will always be a priority. Despite all
efforts to prevent fires and reduce
their impact, fires and emergencies
will continue to happen and, as
highlighted earlier in this document,
we strive to deliver the highest
response standards possible, using
the best trained firefighters.
Deploying resources according to
risk is a principle we will continue
to apply to our attendance at
incidents and the allocation of
our resources, both people and
equipment. We will continue to
challenge calls to automatic
fire alarms and non urgent calls
to ensure we only respond to a
Our protection services prioritise
the business sector, focusing on
the provision of advice and the
enforcement of legislation through
a team of qualified inspectors.
We have recently upgraded our
Risk Based Inspection Programme
(RBIP) to an Intelligence Led Audit
Programme (ILAP). This covers all
known business premises where
fire safety audits are required
and prioritises these to guide our
approach and resources in a more
efficient targeted way. This enables
us to achieve the greatest impact
on safety in the community as
well as for our firefighters, should
a fire occur. This also supports the
economic growth and well being
of the business communities in the
West Midlands.
15
For Prevention, Protection
and Response to develop a
new community risk reduction
strategy; that provides an
integrated approach to target
our resources to the most
vulnerable people.
Continuing to review the way
in which we work to identify
efficiencies and better ways
of working.
An updated training model
that’s based on risk and allows
operational crews to remain
available in their local area
will underpin the Authority’s
commitment to maintaining
5 minute attendance standard.
This continued investment
in high quality training
and development for staff
contributes to the achievement
of excellence in individual and
team objectives against
core activities.
To explore further opportunities,
for collaboration and sharing
of services with other public
sector providers, developing an
important route to delivering
against the priorities we share
with other agencies. As an
outcome of our collaboration
with West Midlands Ambulance
Service we will continue to
expand across our Prevention,
Protection and Response services.
To ensure the use of enhanced
technology in our equipment
and vehicles remains a key
component to the delivery
of effective, efficient and
targeted services.
To work with existing and
new partners to address joint
priorities. Our partnerships bring
about benefits for both
West Midlands Fire Service and
the partnering organisation
but most importantly for the
communities of the
West Midlands.
We are working with the
Business, Public and Third
Sector partners to explore the
possibilities of joint
community ventures.
To explore and exploit
opportunities to generate
income by maintaining and
growing what we currently do
and identifying opportunities for
the future.
How We Are Changing For The Future
As the Government continues to reduce the centrally funded
grant provided to fire and rescue services, West Midlands Fire
Service will focus on the delivery of this Plan to meet changing
expectations and, the demands these place on our services; and
to maintain efforts in driving down the suffering and loss caused
by fire and other emergencies in our communities.
To achieve this, our focus will be:
Our challenge is to maintain this approach whilst continuing to assess fire
and rescue related risks, which could affect our communities.
16This page will be completed following consultation
Fair and in line with our Core Values
Va
lue
for M
oney
Maintain Service Delivery
‘Making West Midlands Safer’
17Those strategic risks impacting on
the Authority’s ability to deliver the
strategic objectives are identified
and managed within the Corporate
Risk Assurance Map. These are
continually reviewed and evaluated
to ensure our risk management
arrangements remain effective.
Corporate Risk is reported into the
Authority’s Audit Committee which
has responsibility for ensuring audit
and governance arrangements are
in place and effective.
The targets we set represent our
goals for improved performance.
To better understand expected
outcomes in performance and
target resources effectively, we will
increasingly use forecasting
techniques. This provides a realistic
overview of performance, helps to
better inform the targets set and
acceptable variations in
performance.
We aim to target our activities
where we perceive the
greatest risks are to the
community. It is important we
measure and evaluate our
performance to understand
how we are achieving this
and to drive continuous
improvement.
Our performance reporting
framework provides a consistent
review of our outcomes to ensure
we are performing in the most
effective, economic and efficient
way. We review progress against
this Plan on a regular basis. The
Authority’s Scrutiny Committee
are responsible for monitoring and
scrutinising performance of
the Service.
Key performance indicators
and targets allow us to monitor
progress, make key decisions and
improve performance. Our current
Corporate Performance Indicators
and targets for 2014/2015 can be
found here.
Our PerformanceHow Do We Know We Are Delivering Our Outcomes
18Financial Summary 2014/2015How much will the Service cost in 2014/2015?
The total net budget
requirement for the Fire
Service in 2014/2015 is
£103m. This mainly relates
to firefighting and rescue
operations and community
fire safety work.
The majority of expenditure relating
to the net budget requirement of
£103m is mainly employee costs, a
further analysis is shown above.
88% Firefighting and
Rescue Operations
18How will the Service be
funded in 2014/2015?
The resources to fund the net budget
requirement of £103m comes in the
form of a formula grant from the
Government (£68m) and Precepts
on District Councils collected
through Council Tax (£35m).
78% Employees
12% Community Safety Work
13% Running Costs
9% Capital Financing
19Financial Summary 2014/2015Balances and Reserves
66% Formula Grant
34% Precepts on
District Councils
In addition, as part of the
closedown of accounts process,
consideration needs to be given
to the level of earmarked reserves
required. These are amounts set
aside to meet specific anticipated
future demands. The level of
earmarked reserves at 31st March
2013 was £24.609m. Interest is
earned on any balances until
expenditure is committed against
the demands identified.
The Fire Authority must
consider the level of general
balances it wishes to maintain
before it can decide the level
of Council Tax to charge in
any year.
In order to set a balanced budget
in 2014/2015 the Authority assumed
no significant movement in general
balances. The actual level of
general balances at 31st March
2013 was £8.957m. The Authority
holds general balances as funding
to meet any unforeseen events
which it may need to respond to.
Interest is earned on any unused
balances.
20Medium Term
Financial PlanThe cost of delivering the service was
considered as part of the Authority’s
2014/15 budget setting process. The
medium term financial plan supports
this and enables managers to
develop their own plans for a three
to five year period. The medium term
financial plan is refreshed annually
for the new business year and allows
the Authority to prepare in advance
for future events.
Further cuts in public sector budgets
during the life of this Plan, already
outlined by Government, may have
a severe impact on the fire and
rescue service we currently provide.
In the event the Fire Authority may
need to consider whether to carry
out a referendum of people in the
West Midlands to allow you to have
your say about the level of service
you want.
The Fire Authority did not undertake
any borrowing to help purchase
assets during 2012/13, borrowing in
earlier years meant that as at the
31st March 2013, the Authority had
total loans of £43.221m (the interest
and principal on any loans needs
to be met from future revenue
budgets).
The value of fixed assets held by
the Authority as at 31st March 2013
which the loans had helped fund
was £128m, of which approximately
92% related to land and buildings
and 8% related to vehicles and
equipment.
In 2014/2015, the Authority
plans to spend £4.1 million on
capital projects.
A planned capital expenditure
analysis is shown below:
Resources to fund the capital
programme in 2014/15 will be
through the application of capital
grants of £4.1m.
Financial Summary 2014/2015Capital Expenditure and Funding
0.2mEq
uip
me
nt
0.7mV
eh
icle
s
3.2mLa
nd
& Bu
ildin
gs 4.1m
Capital Grants
0.0mRevenue Funding
21For further information about your
Fire Service, you can contact our
customer care service by:
Public Relations Team
West Midlands Fire Service
Headquarters
99 Vauxhall Road
Birmingham
B7 4HW
Customer Care Hotline –
0121 380 7404
(24 Hour answerphone)
If you have access to the
Internet, www.wmfs.net provides
everything you need to know
about the services we provide, our
performance, fire safety advice
and recruitment.
If you would like to obtain
further information about any
aspect of this Plan, please
contact us, using one of the
methods shown below:
Principal Officer Support Team
West Midlands Fire Service
Headquarters
99 Vauxhall Road
Birmingham
B7 4HW
0121 380 6678
Contact Us
22Other Formats
The Authority is committed to
equality of opportunity but must
demonstrate value for money.
All requests for our leaflets and
publications to be reproduced in
alternative formats and languages
will be considered, however due to
cost implications we may seek other
methods of communication.
Please call 0121 380 6678
(24 hour answerphone).
ResponsePrevention Protection
Making West Midlands Safer
© West Midlands Fire Service Marketing 1314•257 2014 © West Midlands Fire Service Photographic 2014
